Leadership

Research By-
Swarup Bose

Index:

1.0 Introduction................................................................................................................... 3
1.1 Various definitions of Leadership...………………………………………………….. 3
1.2 Leadership redefined..................................................................................................... 3

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2.0 Efficient Management vs Leadership ........................................................................... 4
2.1Leadership Effectiveness: .......................................................................................... 4
3.0 The Four practices of exemplary Leadership............................................................... 5
4.0 The Key to Leadership lies in you ................................................................................ 6
4.1 Apples and Oranges ................................................................................................ 7
4.1.1 Skillset of leaders............................................................................................ 8
4.1.2 The Passionate leader...................................................................................... 8
5.0 leadership Qualities..................................................................................................... 10
5.1 Qualities of one easily approachable ............................................................ 10
5.2 Qualities of Intellect...................................................................................... 10
5.3 Qualities of Energy ....................................................................................... 10
5.4 Personal Excellences..................................................................................... 11
5.5 Business Organisation Excellences............................................................... 11
6.0 Leaders of the 21st century.......................................................................................... 12
7.0 Leadership, Teamwork & Organisational change ...................................................... 13
7.1 Autocratic Leadership style .......................................................................... 14
7.2 Bureaucratic Leadership style....................................................................... 15
7.3 Democratic Leadership style......................................................................... 15
7.4 Lassiez-faire Leadership style....................................................................... 16
7.5 Varying Leadership style .............................................................................. 16
7.6 What the Leader must know. ............................................................................ 17
8.0 Historical examples of Leadership.............................................................................. 17
8.1 Applying your own lessons from the legends….………………………...…………….19
9.0 The Third Dimension Leadership Actions…………………………………………...19
10.0 Conclusion………………………………………………………………………… 22
13.0 References…………………………………………………………………………..23

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1.0 Introduction:

Students of management have sought for years to understand why the very same activities lead to
renewal in one company and to more-of-the-same performance in another. Almost always, the
answer that is given is leadership, the ability to inspire confidence and support among the men
and women on whose competence and commitment performance depends. Yet while we
intuitively recognize leaders whenever we meet them, it has never been easy to answer the
question: What is leadership? The essence of leadership cannot be reduced to a series of personal
attributes nor confined to a set of particular roles and activities. It is like the challenge of
describing a bowl: we can describe a bowl in terms of the clay from which it is made. But a true
picture must include the hollow that is carved into the clay- the unseen space that defines the
bowl’s shape and capacity. The essential qualities of leadership and the acts that define a leader:
the ability to hear what is left unspoken, humility, commitment, the value of looking at reality
from many vantage points, the ability to create an organization that draws out the unique
strengths of every member. These provide an occasion for reflecting on the essence of leadership
as well as on one’s own work and life.

1.1 Various definitions of Leadership

Peter Drucker : The forward to the Drucker Foundation's "The Leader of the Future" sums up
Organisational Leadership-A leader is someone who has followers." To gain followers requires
influence but doesn't exclude the lack of integrity in achieving this. Indeed, it can be argued that
several of the world's greatest leaders have lacked integrity and have adopted values that would
not be shared by many people today.

John C Maxwell : In the 21 Irrefutable Laws of Leadership, John Maxwell sums up his
definition of leadership as "leadership is influence - nothing more, nothing less." This moves
beyond the position defining the leader, to looking at the ability of the leader to influence others -
both those who would consider themselves followers, and those outside that circle. Indirectly, it
also builds in leadership character, since without maintaining integrity and trustworthiness, the
capability to influence will disappear.

Warren Bennis : Warren Bennis' definition of leadership is focused much more on the
individual capability of the leader : "Leadership is a function of knowing yourself, having a
vision that is well communicated, building trust among colleagues, and taking effective action to
realize your own leadership potential."

1.2 Leadership Redefined

The distillate of the leadership process was summed up in four words by Sai Baba, one of the
great spiritual leaders of the century, as:

‘To Be – To Do – To See – To Tell’

To Be is the sauce of leadership and is the aggregate of the leader’s values, qualities and
knowledge – in other words, his total being.

To Do is the style of leadership by personal example – the leader ought to practice what he
preaches i.e. ‘To Walk the Talk’ as is popularly known. It is this attitude that evokes trust and
respect amongst his followers or subordinates. Style is the reflection of a person’s being and is
the most potent technique of influencing people.

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To See and To Tell are the functions, tools and techniques of leadership. This implies that a
leader must be in complete touch with the realities of the changing environment and effectively
convey to others what he wants them to do. In this regard the skill of good communication cannot
be undermined.

2.0 Efficient Management vs Leadership

It is important to appreciate that management is a very useful tool in the hands of a leader. One
can be a good manager without being a good leader, but one cannot be a good leader without
being a good manager. Drawing a distinction between the two, it can be said that – "Management
efficiency lies in climbing the ladder of success; leadership determines whether the ladder is
leaning against the right wall".

The last decade has witnessed the rediscovery of Leadership as a key factor in Excellence –
whether it be for families or communities or organizations or nations. It is therefore essential that
the mind be trained to develop such abilities that enhance the leadership potential.

2.1 Leadership Effectiveness

There are more than 350 definitions for the word ‘leadership’ in academic literature in the
English language alone which indicates the general confusion that prevails about the
interpretation of the word, as also indicates its complexity. One definition for practical purposes
was evolved by a medical doctor, Lord Moran of Britain, who was the medical officer in a British
infantry battalion during World War I: ‘Leadership is the capacity to frame plans that will
succeed and the faculty to persuade others to carry them out in the face of all difficulties – even
death’.

This definition has two parts. The first part deals with the leader’s ability to frame plans which
are feasible and realistic. For this a leader should have full information about the resources at his
command and the environment prevailing at the point in time. The second part deals with
implementation, which calls upon the leader’s persuasive skills to convince others to subscribe to
his plans in entirety.

In normal parlance, the above would be expressed as

[Knowing what to do + Getting things done]

In management terminology, we rephrase it as
[Capability + Effectiveness]
This means that only such a man can become an effective leader who has his thoughts, words and
deeds in mutual harmony. Leaders need to look into their own character and understand who they
truly are, so that they may project their true selves to the world. Any inconsistency in this regard
will result in loss of credibility. Knowing his strengths and weaknesses gives a leader
‘authenticity’. This power of self-analysis also translates into the correct analysis of people and
situations he finds himself in and facilitates informed decision making.

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3.0 The Four Practices of Exemplary Leadership

Beyond the horizon of time is a changed world, very different from today's world. Some people
see beyond that horizon and into the future. They believe that dreams can become reality. They
open our eyes and lift our spirits. They build trust and strengthen our relationships. They stand
firm against the winds of resistance and give us the courage to continue the quest. We call these
people leaders.

In their study, Jim Kouzes and Barry Posner set out to discover what it took to become one of
these leaders. They wanted to know the common practices of ordinary men and women when
they were at their leadership best—when they were able to take people to places they'd never
been before. Their analysis of thousands of cases and surveys revealed The Four Practices of
Exemplary Leadership in Organisations that influences group behavior.
Model the Way
Leaders establish principles concerning the way people (constituents, peers, colleagues, and
customers alike) should be treated and the way goals should be pursued. They create standards of
excellence and then set an example for others to follow. Because the prospect of complex change
can overwhelm people and stifle action, they set interim goals so that people can achieve small
wins as they work toward larger objectives. They unravel bureaucracy when it impedes action;
they put up signposts when people are unsure of where to go or how to get there; and they create
opportunities for victory.
Inspire a Shared Vision
Leaders passionately believe that they can make a difference. They envision the future, creating
an ideal and unique image of what the organization can become. Through their magnetism and
quiet persuasion, leaders enlist others in their dreams. They breathe life into their visions and get
people to see exciting possibilities for the future
Enable Others to Act
Leaders foster collaboration and build spirited teams. They actively involve others. Leaders
understand that mutual respect is what sustains extraordinary efforts; they strive to create an
atmosphere of trust and human dignity. They strengthen others, making each person feel capable
and powerful.
Encourage the Heart
Accomplishing extraordinary things in organizations is hard work. To keep hope and
determination alive, leaders recognize contributions that individuals make. In every winning
team, the members need to share in the rewards of their efforts, so leaders celebrate
accomplishments. They make people feel like heroes.
Leadership has meaning only in an organizational context, and only in the sense of on managing
within a system of inequalities. Superior-subordinate relationships help to define leadership
behavior, and the culture in any particular society influences the nature of these relationships.
Two leadership roles are common to all societies, however. The first is the Charismatic role, or
the capability to provide vision and inspiration. This emphasized by transformational leadership
concepts. The second is the instrumental role, or the capability to design effective organizational
processes, control activities, and meet organizational objectives. This describes the functional
expectations of someone is a leadership role. However, each society determines the relative
importance of each role and therefore what makes a good leader.

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4.0 The Key to leadership lies in you

Truly effective leadership doesn't mean following a universal set of guidelines. There is no clear-
cut mantra or magic spell that makes one an effective leader. Instead, it is grounded in a high
degree of self-awareness and the ability to leverage those personal strengths that set each
individual apart. Each one of us is unique, because of our genetic code as well as upbringing. And
therefore, each person has some inherit strength. Therefore, the myth that one must behave or
condition oneself to a certain stereotype mould of traits and behavior in order to be an effective
leader may need a little more scrutiny.

Two very sobering and interesting facts come to light. A study down by a leading consulting firm
found that over the last ten years the tenure of CEOs in the United Sates has reduced from an
average of around 10 years to around roughly 6 years. Also, secondly, the number one reason
given by the board of directors of the companies that removed CEOs was "ineffective
leadership". One such recent incident was the removal of Compaq CEO Eckward Pfeiffer.

A significant part of the failure to lead effectively stems from a fundamental misunderstanding.
The abilities of the CEO or for that matter any leader, are not clearly understood and a leadership
style is chosen without looking into this matter. According to the prevailing leadership model-one
perpetuated by various books on the subject that have been published in recent years-the boss
must have all the talents generally assumed necessary to be a leader. In fact, however, few (if
any) executives have the complete arsenal of skills it takes to run a large company today-
particularly since the list of required skills has grown longer as, among other factors, markets
have become radically transformed by forces such as globalization, deregulation and electronic
commerce. Moreover, attempts to force executives to develop skills that do not run with the grain
of their basic temperaments are likely to end in painful defeat.

Take a real-world example: the chief operating officer of a company with 200,000 employees. He
is highly effective when it comes to managing the subtleties of a balance sheet. He can run a
meeting, with a well-planned agenda, effortlessly. But he is not an inspirational leader. He can
neither thump tabletops to rally the troops nor deliver spontaneous, high-impact speeches with
charisma and ease.

With pressures of expanding businesses and more confused systems in which we operate,
multiple talents are needed. However, no one individual can have all the required traits.
Successful leaders like Jack Welch and Bill Clinton have built a strong team of leaders with them.
Therefore, irrespective of the fact that the US president might be impeached for "Lewinsky"
activities, the financial markets and economy moves ahead strongly because the team of Robert
Rubin (Former Treasury Secretary) and Alan Greenspan are effectively in charge of the economy
and not President Clinton.
There are 15 key traits that are important for effective leadership. They are as follows:
Adaptable to situations
Alert to social environment
Ambitious and achievement –oriented
Assertive
Cooperative
Decisive
Dependable
Dominant ( desire to influence others )
Energetic( high activity level )

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Persistent
Self-confident
Tolerant of stress
Willing to assume responsibility

But nobody can be expected to embrace all of those abilities alone. Instead, individual executives
must look within for that combination of natural strengths that set them apart-and, just as
important, acknowledge that there are skills they simply do not possess. Finally, successful
leaders will be the ones who build teams of executives with diverse talents, particularly talents
that are decidedly not their own. Effective leadership, in other words, must be embodied in a team
of executives, not a single chief executive.

Where do those strengths and talents come from, and how do we identify them? Each of us is
unique, but we are all driven by various mixtures of one or more of the same motivational forces.
The need for achievement includes the drive to fix things, learn more, master the difficult, do
things better than they have ever been done before. The need for autonomy is characteristic of
those who are free-spirited, want to invent, accomplish something novel, and come and go as they
please. The need for affiliation, on the other hand, is expressed by the desire to cultivate social
networks, be popular, maintain friendly contacts and avoid conflict. The drive to have status,
recognition and the ability to influence others as well as exercise discipline and control are
manifestations of the need for power.

4.1 Apples and oranges

Classic entrepreneurs are likely to score high on achievement and autonomy but low on
affiliation. They might rank somewhere in the middle on the need for power. Consequently, many
entrepreneurs get bored and frustrated and often leave the confines of corporate life-or are moved
aside-when their tiny ventures grow into big, bureaucratic businesses.

Being an affiliator, however, does not mean being subordinate. On the contrary, CEOs who are
affiliators have a great ability to mediate conflicts and to calmly persuade those under them to
work for the common good. CEO affiliators don't need to take credit for every triumph, every
uptick in results. They don't need to be in the spotlight. They are often great integrators with a
knack for getting just the right people in the right places, usually doing this from behind the
scenes.

The key to great leadership is to recognize the particular motivations within yourself and develop
the skills that are compatible with them. It is equally important to acknowledge that there are
skills you are not likely to master. Executives who score low on the affiliation scale, for example,
are not likely to be good at investing emotionally in employees on an unconditional basis or to be
consistently empathetic. They will not communicate comfortably with employees who require a
high degree of interpersonal time. To try to make the low affiliator empathetic for more than an
occasional few seconds is to try to turn an apple into an orange.

Perfect is best left undesired. It is more practical to build on what one has and not worry about not
what is lacking. In today’s world, it can be outsourced.

By the age of 25 or so, most of us have a general sense of whether we are apples or oranges.
None of us, however, is really that simple. We are all a more complex blend of motivations.
Understanding the nuances and implications of that mix requires insight and considerable
personal effort. Nor is it so easy to determine our current stage of leadership maturity. George

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West, a personality psychologist, developed a Motivation Needs Profiling system. Through this
system tool, the individual learns to ask such questions as:

•How can I go with the grain of my motivation to achieve my leadership goals, rather than
attempt to reinvent myself?

•How can I find the best match between my leadership style, my leadership team and my
organization's current needs?

In time, this self-examination and personal commitment should lead to both a significantly
heightened self-awareness and a good understanding of how personal leadership strengths can be
harnessed for greater impact.

4.1.1 Skillset of Leaders

Think Global, Anticipate Opportunity ,Create a Shared Vision

Develop and Empower, Appreciate Cultural Diversity, Build Teamwork and Partnership

Embrace Change ,Show technological savvy ,Encourage constructive challenge

Ensure customer satisfaction, Endure a competitive advantage, Share Leadership

Demonstrate personal mastery, Live the values ,Walk the Talk

4.1.2 The passionate leader

The ideal outcome of self-awareness is a congruence of your strengths and your job-that is, your
role in whatever challenges confront your business at the moment. When you have that
congruence, you feel passionate. It is this positive effect of perfect "Personality-Job Fit" and
"Ability Job Fit" that makes people passionate and driven. It is this feeling of being so much in
sync with what you have to do that you go through what psychologists call a "flow experience."
Simply put, you get so involved that you don't notice the hours passing while you're submerged in
work.

It is this factor that increases productivity. It leads to individuals putting in a lot of extra effort
and totally eliminates the nuisances of absenteeism. It boasts morale and job satisfaction.

Passion is as vital to the organization as it is to the individual. The energy that comes from
passion is infectious: When the leader is animated, that energy radiates and subordinates can plug
into it. The ideal example of this is Steve Jobs. In 1984, when Jobs was working on the Mac, it
was Jobs passion and drive that inspired his Mac Team and kept them working day in and day
out.

Where there is no congruence between leaders' motivations and their jobs, the result is usually
stress. Free-spirited entrepreneurs who find themselves in command of large bureaucracies are
likely to be in conflict, as are the collegial CEOs who value social networks and yet have to fire
people in a downsizing. Just as passion is energizing for the organization, stress, if left
unchecked, is destructive. The overstressed leader burns out. And stress, like passion, can be
contagious, particularly if it attacks staff morale. Stress is far less likely to build to destructive
levels when leadership is vested in an executive team. When the diverse talents of several
executives are arrayed to meet the multiple requirements of leadership, the risk that there will be
no congruence between leadership's motivations and the job is dramatically reduced.

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A few decades ago, a single style of leadership-command and control-could steer a company
through the worst of times. If the country, or even a particular industry, suffered a steep recession,
a tough, tenacious leader would guarantee that the company survived. But long, deep crises don't
seem to be the threat anymore. The challenge for many companies these days is the endless chain
of other issues-a new rival, a new competitor outside the industry or a new type of company, such
as the virtual companies on the Internet. Therefore, there are no clear cut strategies. Earlier,
companies could clearly say that we are into cost leadership, or differentiation or being a niche
player. However, today companies collide and confront each other. They have to be a mix of all
different approaches to marketing.

Therefore, command-and-control leadership that sustained a company in the past will not work
anymore. What's needed now is leadership that is fleet of foot and flexible enough to deal with a
series of crises, each one different from the one that preceded it. So CEOs have to surround
themselves with people of diverse talents. That is not easy to do. It's human nature to place the
highest value on our own talents and dismiss those that are not like our own. Someone else is
"just a bean counter" or, conversely, "all talk." It's particularly tempting for CEOs to make such
judgments. After all, they are in charge, so their particular skills must be the critical ones.

Moreover, most of us prefer the reassuring company of people like ourselves, who approach
problems the way we do, who speak the same language. We want to be around people who make
us comfortable. This is a luxury today's CEOs cannot afford. They should deliberately seek out
people whose different motivations help provide balance when the company is buffeted by waves
of change. This highlights the constructive nature of conflict that can be tapped. Having divergent
views allows the team members grow and synthesis each others knowledge to take effective
decision making.

The executive skill that used to be paramount may suddenly become secondary or even irrelevant.
The leader with a high score on power can manage well enough when the challenge is simply a
matter of delivering an occasional rousing speech. But could this leader stay on top if, say, the
market changed so drastically that the company had to be repositioned or new products had to be
introduced in short order? Configuring and executing a robust, speedy, detailed plan, perhaps
with radical quality changes, might well be impossible for someone with this leader's motivations.

Today's leaders have a demanding and, in some respects, disquieting assignment. They must not
only look within to understand their own motivational forces and the strengths and weaknesses
that accompany them, they must also require other members of the executive team to go through
the same process. They must make sure that at least some of those who surround them have
motivations that are in opposition to their own-motivations that one day may be more essential to
the company than their own.

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5.0 LEADERSHIP QUALITIES

5.1 Qualities of one easily Approachable.

1. Endowed with intelligence and strength of mind.

2. Willing to learn from elders and experienced.

3. Virtuous - one possessing the qualities of being moral, righteous, honest, upright and
honorable.

4. Truthful in speech - one, who does not contradict, i.e., is consistent or acts as he speaks.

5. Not breaking his promise.

6. Grateful.

7. Liberal.

8. Not dilatory.

9. Resolute.

10. Not having people who are callous and despicable in the team working for him.

11. Desirous of training.

5.2. Qualities of Intellect
1. Desire to learn.

2. Listening to the knowledgeable.

3. Learning.

4. Retention.

5. Thorough understanding.

6. Reflecting.

7. Rejecting false views.

8. Intentness of truth.
5.3. Qualities of energy

1. Bravery

2. Pique

3. Quickness

4. Dexterity.

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5.4. Personal Excellences
1. Eloquent.

2. Bold.

3. Endowed with memory, intellect, and strength.

4. Exalted.

5. Participative style of leadership.

6. Trained in arts (skill, talent, knack, ability).

7. Free from vices.

8. Able to lead a team.

9. Able to take suitable actions in calamities and in normal conditions.

10. Seeing long and far (Visionary).

11. Attaching prominence (Prioritizing) to undertakings at the proper place and time and with
requisite human effort (& deploying other resources as well); Well-guarded, not laughing
in an undignified manner; With a glance which is straight and without a frown; Devoid of
passion, anger, greed, stiffness, fickleness, troublesomeness, and slanderous-ness; Sweet
in speech; Speaking with a smile and with dignity and With conduct conforming to
advice of elders).

12. Ability of three types of discriminations -

o Between the situation of peace and calamity,

o Giving and withholding - Identifying the situation that requires

committing/giving resources (in the form of a business alliance) as different from
a situation that does not - withholding resources (and not going in for mergers
etc),

o And Observance of conditions and striking at the competitor's weak points.

5.5 Business Organisation Excellences

1. Possessed of strong positions in the center (strong determined people at fundamentally

strong posts - leadership driven and not leader driven) and at the grass-roots levels (sales
force & manufacturing department led by capable managers).

2. Capable of sustaining itself, its employees and customers at the time of distress (an
organization open to learning and change).

3. Easy to protect (from hostile take-overs and other things that could have a detrimental
effect towards existence).

4. Providing excellent means of livelihood.

5. Aggressive towards competitors.

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 6. Without many non-performing assets.

7. With performance enabling environment (emphasis is on performance and not just on

results, because an enabled performance leads to desired results).

8. Less dependence on credit (debt capital).

9. With communication systems efficient in both bottoms up and top down channels.

10. Manifold and plenty of services and commodities (multiple revenue models of business
& a diverse product portfolio).

11. Capable of paying taxes and generating growing revenues.

12. With a wise leader.

13. With employees loyal and honest.

6.0 Leaders of the 21st Century

Entry into the new millennium is shaping up as one of the most exciting and perhaps the most
challenging events in our history. We have seen unprecedented change in the decade of 1990's.
For e.g., we entered the 90's with the use of Internet largely limited to scientific exchange and
government communications. We ended 90's with almost one billion people globally
communicating and conducting business on the Internet. On the threshold of 21st century, we
have seen elimination of industry boundaries, major technological advances, the opening of
previously closed global markets and intense global competition. The environment of the new
millennium represents a new landscape. This competitive landscape will be more rugged, large
and discontinuous. In other periods of stability, will be short.

The globalization of markets and the rapid diffusion of information and communication
technology have already transformed the economies of the world. It's no longer just a game of
market share and financial power, economies of scale or breadth of scope. Over the past century,
the locus of wealth creation has shifted from capital-intensive industries like steel and
automobiles to information intensive industries like information services, financial services and
logistics. It's said that every product will have 3/4th of its part in service sector-knowledge based.
As we stand on the threshold of the knowledge age, the most powerful sources of growth,
employment and wealth creation are found in innovation-driven industries, computer software,
biotechnology and the like - where innovation, flexibility, responsiveness and the creative
redefinition of markets and opportunities are the new sources of competitive advantage.

As the strategic emphasis shifts from efficient management of mass markets and tangible assets to
innovation, effective utilization of knowledge and human capital resources, organization and
leaders need to change. To survive in the new information age, a leader must, across the
organization, collectively create and assimilate new knowledge, encourage innovation and learn
to compete in new ways in an ever-changing competitive environment.

What we need today is not a capable leader but an effective leader. The essential characteristics
that can attribute for an effective leader are:

1. Strong character - The leader should have integrity, maturity and energy. He should be full of
curiosity, intellectual capacity and global mindset. That is being externally oriented and hungry

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for knowledge of the world, adept at connecting development and spotting patterns. He should
have an insatiable appetite for accomplishments and results. A powerful motivation to grow and
convert learning into practice.

2. Business acumen -There should be a deep understanding of the business and a strong profit
orientation. The leader has to be result driven. Since business problems have become complex,
leaders now need to have a broader view of the business and the world. There should be an
extensive knowledge of the business-of sales, marketing, finance, manufacturing and other areas.

3. People acumen - That is judging, leading teams, growing and coaching people. The leader
should understand that employees want direction from above and they want opportunities for
growth and development. The leader has to lead a way that inspires and motivates. There should
be a version that can be communicated with a clear sense of direction. He has to be a role model
for others. The leader has to be comfortable with conflict and know how to constructively deal
with conflict/s among people.

4. Organizational acumen with a global perspective - Technology has made the world smaller for
companies, so the leader has to understand the global marketplace. He should be able to engender
trust, share information, listen expertly as well as an expert, diagnose underperformance, and
deliver on commitments. He should be able to change and not just run the business.

5. To be an Entrepreneur - The leader will be a creative individual who encourages others to be

innovative. He can challenge the status quo and take risks. Because he seeks results, he would be
adept at overcoming obstacles. He would have a sense of urgency that would inspire him to take
initiative and to do things fast. There would be a passion for teaching. Most importantly, the
leader would be a self - starter committed to his team and his work.

Thus, the time has gone past of stable management. In this era of constant change and innovation
where developments and innovations are becoming as passing fads, the leader of the new
millennium will have to be equally dynamic and proactive understanding one's self and one's
surroundings and the level of leveraging on it will identify a true and any effective leade.r

7.0 Leadership, Teamwork and Organizational Change

Leadership is the first strategic goals, and leadership's role is to create the environment for change
and manage the processes in a way that supports teamwork and continuous improvement.
Continuous improvement and achieving the corporate goal of becoming the vision system
supplier of choice is attained through teamwork. Building the vision, enrolling and empowering
the workforce, and managing learning are all responsibilities of leadership.

Leadership follows the DVF>R model. Where D = dissatisfaction with the current state, V = the
vision or preferred future state, F = the first steps to get to the vision, and R = the resistance to
change. This model is part of a process for implementing large-scale, rapid organizational change.
The magnitude of the difference between V and D is the energy level. It must be greater than R,
in order to result in change. F represents the direction of the change. Companies such as Ford
Motor Company, United Airlines, and Marriott Corporation to implement rapid organizational
change have successfully used the large-scale change process. It employs techniques such as the
Open Forum process, which enable large groups to process vast amounts of information in a short
period of time. Various communication techniques are utilized to build a common database of

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information and understanding among all participants, to gain buy-in and alignment, to build and
develop teams rapidly, and obtain organizational commitment.

An approach to organizational change has been to understand and practice the functions of
leadership in vision creation, vision alignment, people empowerment, and management of the
learning process. This is combined with understanding and practicing the fundamentals of
teamwork to achieve common and constant purpose, optimize team goals, resolve conflict in
positive ways, and have the ability to work in concert. The key to success in implementing this
approach has been in understanding and applying the DVF>R model and large scale
organizational change process.

Leadership and teamwork are deployed through a major off-site meeting once a year, reinforced
by leadership and team building sessions every six to eight weeks. Topics at these sessions are
company-wide issues that require leadership and teamwork to address. Open forums provide the
format for these meetings. Elements of the open forum process are also utilized for the team
birthing process and team reunions. Team birthing meetings develop team charters, missions,
visions, and goals. Team reunions are used for checking progress and celebrating achievements.
Other deployment tools include team sponsors, leader and facilitator training, and a team self-
facilitation checklist. All teams including process improvement teams, product improvement
teams, and integrated product development teams use advanced team-building techniques.

The leadership and teamwork approach in use is replacing the traditional micro-management
approach to controlling people and things. It challenges the status quo to be more effective
through empowerment, trust and trustworthiness, and shared goals and objectives. As a result, the
characteristics of leadership and teamwork are becoming more evident throughout the company.
The number of self-facilitating teams is increasing. Recent employee surveys show that more than
75% of the employees indicated a very high confidence level in the leadership and teamwork
approach.
In the past several decades, management experts have undergone a revolution in how
they define leadership and what their attitudes are toward it. They have gone from a very
classical autocratic approach to a very creative, participative approach. Somewhere along
the line, it was determined that not everything old was bad and not everything new was
good. Rather, different styles were needed for different situations and each leader needed
to know when to exhibit a particular approach.
Four of the most basic leadership styles are:
--Autocratic
--Bureaucratic
--Laissez-faire
--Democratic
We will briefly define each style and describe the situations in which each one
might be used.

7.1 Autocratic Leadership Style

This is often considered the classical approach. It is one in which the manager retains as
much power and decision-making authority as possible. The manager does not consult
employees, nor are they allowed to give any input. Employees are expected to obey
orders without receiving any explanations. The motivation environment is produced by
creating a structured set of rewards and punishments.
This leadership style has been greatly criticized during the past 30 years. Some studies
say that organizations with many autocratic leaders have higher turnover and absenteeism
than other organizations. These studies say that autocratic leaders:

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 --Rely on threats and punishment to influence employees
--Do not trust employees
--Do not allow for employee input
Yet, autocratic leadership is not all bad. Sometimes it is the most effective style to use.
These situations can include:
--New, untrained employees who do not know which tasks to perform or which
procedures to follow
--Effective supervision can be provided only through detailed orders and
instructions
--Employees do not respond to any other leadership style
--There are high-volume production needs on a daily basis
--There is limited time in which to make a decision
--A manager’s power is challenged by an employee
--The area was poorly managed
--Work needs to be coordinated with another department or organization
The autocratic leadership style should not be used when:
--Employees become tense, fearful, or resentful
--Employees expect to have their opinions heard
--Employees begin depending on their manager to make all their decisions
--There is low employee morale, high turnover and absenteeism and work
stoppage

7.2 Bureaucratic Leadership Style

Bureaucratic leadership is where the manager manages "by the book Everything must be
done according to procedure or policy. If it isn’t covered by the book, the manager refers
to the next level above him or her. This manager is really more of a police officer than a
leader. He or she enforces the rules.
This style can be effective when:
--Employees are performing routine tasks over and over.
--Employees need to understand certain standards or procedures.
--Employees are working with dangerous or delicate equipment that requires a
definite set of procedures to operate.
--Safety or security training is being conducted.
--Employees are performing tasks that require handling cash.
This style is ineffective when:
--Work habit forms that are hard to break, especially if they are no longer useful.
--Employees lose their interest in their jobs and in their fellow workers.
--Employees do only what is expected of them and no more.

7.3 Democratic Leadership Style

The democratic leadership style is also called the participative style as it encourages
employees to be a part of the decision making. The democratic manager keeps his or her
employees informed about everything that affects their work and shares decision making
and problem solving responsibilities. This style requires the leader to be a coach who has
the final say, but gathers information from staff members before making a decision.
Democratic leadership can produce high quality and high quantity work for long periods
of time. Many employees like the trust they receive and respond with cooperation, team
spirit, and high morale. Typically the democratic leader:
--Develops plans to help employees evaluate their own performance
--Allows employees to establish goals
--Encourages employees to grow on the job and be promoted

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 --Recognizes and encourages achievement.
Like the other styles, the democratic style is not always appropriate. It is most successful
when used with highly skilled or experienced employees or when implementing
operational changes or resolving individual or group problems.
The democratic leadership style is most effective when:
--The leader wants to keep employees informed about matters that affect them.
--The leader wants employees to share in decision-making and problem-solving
duties.
--The leader wants to provide opportunities for employees to develop a high
sense of personal growth and job satisfaction.
--There is a large or complex problem that requires lots of input to solve.
--Changes must be made or problems solved that affect employees or groups of
employees.
--You want to encourage team building and participation.
Democratic leadership should not be used when:
--There is not enough time to get everyone’s input.
--It’s easier and more cost-effective for the manager to make the decision.
--The business can’t afford mistakes.
--The manager feels threatened by this type of leadership.
--Employee safety is a critical concern.

7.4 Laissez-Faire Leadership Style

The laissez-faire leadership style is also known as the "hands-off¨ style. It is one in which
the manager provides little or no direction and gives employees as much freedom as
possible. All authority or power is given to the employees and they must determine goals,
make decisions, and resolve problems on their own.
This is an effective style to use when:
--Employees are highly skilled, experienced, and educated.
--Employees have pride in their work and the drive to do it successfully on their
own.
--Outside experts, such as staff specialists or consultants are being used
--Employees are trustworthy and experienced.
This style should not be used when:
--It makes employees feel insecure at the unavailability of a manager.
--The manager cannot provide regular feedback to let employees know how well
they are
doing.
--Managers are unable to thank employees for their good work.
--The manager doesn’t understand his or her responsibilities and is hoping the
employees can cover for him or her.

7.5 Varying Leadership Style

While the proper leadership style depends on the situation, there are three other factors
that also influence which leadership style to use.
1. The manager’s personal background. What personality, knowledge, values, ethics, and
experiences does the manager have? What does he or she think will work?
2. The employees being supervised. Employees are individuals with different
personalities and backgrounds. The leadership style managers use will vary depending
upon the individual employee and what he or she will respond best to.
3. The company. The traditions, values, philosophy, and concerns of the company will
influence how a manager acts.

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7.6 What the Leader Must Know
What must you, as the leader, know to be able to help the group? You must know:
(a) The members and be interested in their welfare.
(b) Their hopes, ambitions, abilities, limitations and prejudices.
(c) The things the members want to learn, or at least where and how to get the
knowledge, such as woodcraft skills.
(d) How to motivate members to want to learn new skills and gain new attitudes. Without
motivation no learning takes place and without learning the member stagnates and
consequently finds no satisfaction from being a part of the group.
(e) How to establish communication between the members of the group.
(f) How to conduct or supervise meetings, discussions, and informal activities. Within
White Stag, these include campfires, singing, Sunday services, troop leader councils,
work parties and so forth. Common experiences that the group enjoys or that they are
proud of help weld the group together.
How to assess his own effectiveness, how to get the group to evaluate itself, its goals and
its progress toward them. This in turn becomes a powerful motivating force for further
learning.
8.0 Historical Examples of Leadership

Mother Teresa (1910-1997). Called the "Saint of the Gutters," Mother Teresa was born in 1910
in Macedonia. Though she felt called to a life as a Catholic nun and became a Sister of Loreto,
she was 38 years old when first called to begin on the path for which she ultimately won the
Nobel Peace Prize. Living in a convent in India, she came upon a poor, dying woman on a
Calcutta street. The woman died in her arms, and Mother Teresa determined that she would
devote her life to ensuring that others who were outcast and impoverished would not have to die
alone, uncared for, in the streets of Calcutta. She said that even then, while she knew what she
wanted to do, she had no idea how to go about doing it. After reflection and seeking spiritual
guidance, she set about to establish the Missionaries of Charity as a vehicle for doing that work.
Mohandas Gandhi (1869-1948). Born into a respectable class in colonial India and
educated as a lawyer, Mohandas Gandhi could have enjoyed a comfortable upper class
life. But like others whose efforts are seen as visionary leadership after the fact, Mr.
Gandhi met up with circumstances that brought him face-to-face with the injustice of
class rule and prejudice. He set aside his upper-class, comfortable lifestyle, rejected the
status quo, and started a non-violent revolution that ultimately resulted in the
independence of India from British rule. Rather than advocate for violent revolution, Mr.
Gandhi stimulated a grassroots movement based in non-violent protest. Despite several
assassination threats and attempts, as well as political harassment and the occasional
jailing of both himself and his wife, Mr. Gandhi persevered, rejected violent methods,
and continued to speak out on behalf of India’s independence. He was indeed
assassinated in 1948, but not before his words and movement inspired many around the
world, and continue to do so. "If my faith burns bright, as I hope it will be even if I stand
alone," he said, "I shall be alive in the grave, and what is more, speaking from it.

Dhirubhai Ambani (1932-2002).was an exceptional human being and an outstanding leader. A

man far ahead of his times, he epitomised the dauntless entrepreneurial spirit. He dared to dream
on a scale unimaginable before in Indian industry. His life and achievements prove that backed by
confidence, courage and conviction, man can achieve the impossible.

From a humble beginning, he went on to create an enviable business empire within a span of just

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25 years. The Rs.60,000 crore Reliance Group is a living testimony to his indomitable will,
single-minded dedication and an unrelenting commitment to his goals.
Under Shri Dhirubhai Ambani's visionary leadership, the Reliance Group emerged as the largest
business conglomerate in India, and carved out a distinct place for itself in the global pantheon of
corporate giants. The Group's track record of consistent growth is unparalleled in Indian industry
and perhaps internationally too. Today, the Group's turnover represents nearly 3 percent of India's
GDP.
Shri Dhirubhai Ambani was not just firmly rooted in traditional Indian values, but was also the
quintessentially modern man, the man of the new millennium. This was clearly reflected in his
passion for mega-sized projects, the most advanced technology and the highest level of
productivity. The corporate philosophy he followed was short, simple and succinct - "Think big.
Think differently. Think fast. Think ahead. Aim for the best".He inspired the Reliance team to do
better than the best - not only in India but in the world.

Prestigious awards and titles were conferred on him by national and international organisations.
He was acclaimed as the top businessman of the twentieth century and lauded for his dynamic,
pioneering and innovative genius. His success story fired the imagination of the younger
generation of Indian entrepreneurs, business leaders and progressive companies. He was an icon
for them, a role model to be emulated.
The number of revolutionary precedents set by Shri Dhirubhai Ambani are legion. His unique
vision redefined the potential of the Indian corporate sector as he challenged conventional
wisdom in several areas.
He was probably the first Indian businessman to recognise the strategic significance of investors
and discover the vast untapped potential of the capital markets and channelise it for the growth
and development

Jack Welch : John Frances Welch Jr. was born in Salem, Massachusetts, in 1935. A 1957
University of Massachusetts graduate, with a B.S. in chemical engineering, Welch continued to
pursue his education at the University of Illinois, with M.S. and Ph.D degrees in chemical
engineering.
He became the youngest CEO & Chairman of one of America's biggest and most respected
companies (General Electric) at age 44, and proceeded to rewrite the rules of what an incredibly
profitable and successful company should be, all while having fun in the process.
Jack Welch is a business legend. Some consider him an American treasure of sorts as he's not
only helped General Electric (GE) become the world's most admired corporation, but has also
helped other companies improve through his management ideas.
The man is a business genius. GE ranked as America's Most Admired Company 4 years running
until Mr. Welch's retirement. He turned GE into such a powerhouse that it will likely stay in the
top 10 for years to come.
Jack is a passionate man. If he is interested in something, there is no such thing as too much. Jack
loves to win. Whether it is business, golf or a game of poker, Mr. Welch does not like to finish at
the bottom of the pile.
Jack Welch has been called many things in his career. One thing no one will ever call him,
however, is lazy. The man is a bottomless pit of energy. His outsized enthusiasm for GE and the
people that work for him is legendary.
He leads by example. He leads by prodding people to give it their best shot each and every time
they step up to the plate. In fact, he encourages them to step up to the plate more and make
changes. Some critics argue that his methods are harsh, however, no one can argue that he
squeezes the best performances out of people and gets big results.
Jack Welch is a no-nonsense leader: give it to him straight or get out of his way. He doesn't want
yes-men, he wants star performers. He's the scrappy type -- very methodical -- but the main focus

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is on getting the job done right the first time around. He is a man of integrity who will do what it
takes to win, within ethical bounds.
He's also one of the most competitive people in the world. One of his famous business tenets was
for GE business units to be either #1 or #2 in their business. If they weren't, he would either sell
or close the business.
Jack is the first to admit that his main talent is in developing people. His ability to develop star
performers and let them run their own show is what made GE the powerhouse it is today.

8.1 Applying your own lessons from the legends

The short list of truly visionary leaders included above is far from complete. There are many
other visionaries – both contemporary and historical – that could serve as models to inspire and
encourage.

Again, it is important to realize that, though these men and women may be judged in hindsight –
after their actions or, in the case of historical figures, their lives – they were very much like our
neighbors, coworkers, friends – even ourselves – when faced with the opportunity to set out on
the path for which they ultimately became well-known. They persevered through uncertainty,
personal fears about their ability to carry out the mission before them, setbacks and harassment.

9.0 The Third Dimension: Leadership Actions

The Ideal:
The leaders of the organization are the "voice of the customer" in their every action and deed.
They provide a clearly defined playing field and the principles of the organization for all its
members. They are visible models of the principles for which the organization stands. They
realize that focusing upon the customers and the employees of the organization drive the
financials, not the other way around. Therefore, they are most visible functioning as customer
advocates, cheerleaders, coaches, evangelists and models.
Followers assess them as worthy of allegiance and grant it to them. Every individual, regardless
of the function they perform, feels like a valuable, contributing member of the organization. They
"feel" the mission and purpose of the organization and understand "for the sake of what" the
organization exists and prospers.

The Reality:

Leaders feel as if they are under assault, not only from their competition, but from within their
organizations as well. The information they rely upon to make business decisions is seldom based
upon relevant customer data. The people who have the customer data ( order entry, customer
service, credit, returns, etc) are never asked and never volunteer the information.
People seem to come to work, or don’t come to work, to just "do the job", to comply with what is
required. They seem mostly interested in what they can get from the company with as little effort
as possible. Morale and company loyalty are not good as assessed by the leaders, yet they don’t
know what to do. After all, they have a profit sharing system, people are more "empowered" to do
their jobs they way they wish, an employee suggestion plan allows them to win money for good
suggestions. Why aren’t they happy?
The Symptoms:

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The symptoms of inappropriate or missing leadership actions are:
• People, at all levels of the organization, seem to work at cross- purposes. It would be a
miracle if everyone pulled in the same direction, toward the customer.

• Employee turnover had increased steadily until the recession. Although it’s leveled off
over the last few years, people wonder whether employees are happier or just awaiting a
better economy.

• The last employee survey indicated a morale problem. And experience shows the vast
majority of people participate very rarely in company meetings or information gathering
systems like the suggestion program.

• Information is hoarded within functional groups and seldom shared with others. In fact,
most interdepartmental interactions are initiated by something which went wrong and are
characterized by finger-pointing and blame assigning.

• When interacting with employees, it is apparent the leadership’s direction and

communications have not been heard or have not been believed.

The Prescription:

A leadership team capable of:

• Designing and communicating a clear vision of the future which engages the minds,
spirits and commitment of every employee.

• Controlling the organization’s actions through shared values, the vision, personal
modeling and communications.

• Assessing their own behaviors, reflecting upon their behaviors’ effectiveness and
consistency with the values and vision, and designing new leadership practices.

• Coaching for increasingly higher levels of performance and innovation from their direct
reports, while building coaches of the same people for their teams.

It would be easy if we could all become leaders by following a simple set of steps. But the
journey of personal growth means finding our own way. There are, however, six critical areas of
personal development based on timeless principles. The distance we need to grow along each
leadership dimension will differ for each of us, but defining and continually growing along each
of these paths is the way of the leader.

Strong leaders are well-rounded and constantly expanding their personal leadership across these
key areas:

• Choose Not to Lose - Whether we choose to focus on our problems or our possibilities is
a key leadership issue. When we are faced with obstacles and failure, those who can
overcome adversity and learn from their experiences, turning them into opportunities, are
the ones who will be truly successful.

• Focus and Context. THE CORE OF MY BEING: This is central to our growth along all
the other dimensions. Our Focus and Context is shaped by three vital questions: Where

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 am I going? (my vision); What do I believe in? (my principles and values) and; Why do I
exist? (my purpose or mission).

• Responsibility For Choices. IF IT'S TO BE, IT'S UP TO ME: Leadership means

accepting responsibility for our choices in life. Leaders realize that life accumulates, that
choice more than chance determines their circumstances. They refuse to succumb to the
"Victimitus Virus" ("it's all their fault" and "there's nothing I can do").

• Authenticity. GETTING REAL: Leadership isn't just what we do, it's something that we
are, which then drives what we do. Genuine leadership comes from within. It's authentic,
and based on honesty, integrity, and trust. We must ring true to ourselves by exploring
our inner space, gathering feedback on our personal behavior, and ensuring consistency
with our stated values and principles.

• Passion and Commitment. BEYOND NEAR-LIFE EXPERIENCES: Successful people

are energized by a love for what they do because it brings them ever closer to who they
are. They overcome apathy and cynicism, develop a burning commitment to their cause,
and with discipline achieve their dreams and desires.

• Spirit and Meaning. WITH ALL MY HEART AND SOUL: What is the purpose of our
work? Of our lives? Material success alone is not enough. Leaders seek within - and find
something more. In what is too often a mad dash from cradle to grave, we need to take
time - in work and life - to nourish our inner selves.
Growing and Developing. FROM PHASE OF LIFE TO WAY OF LIFE: The popular goals of
security, stability, and predictability are deadly. The closer we get to these dangerous goals, the
more our growth is stunted. True and lasting security comes from constant growth and
development, based on regular R&R (reflection and renewal).
• Mobilizing and Energizing. PUTTING EMOTIONS IN MOTION: Leaders don't
motivate with rewards and punishments. Whether at home or in the workplace, they
energize people to motivate themselves. Highly effective leaders boost the energy of
others with their passion and appreciation. They engage people's hearts as well as their
minds. They get them involved and participating. They actively nurture the "being" or
culture of the group, not just the "doing".
The more the world changes, the more leadership principles stay the same. Leadership principles
are timeless. And they apply to all of us, no matter what role we play in society or organizations

Corporate Aristocracy type" Leadership is very Old Economy. Tom Peters coined the phrase
“Management By Walking Around” in the 1980s. To his credit the concept is still current. Get out
of your office go to where your people are located and talk with them.

In one of the best articles on leadership published in The Harvard Business Review, Naval
Officer Mike Abrashoff mentioned, “… I had come to realize over the course of my career that no
commanding officer has a monopoly on a ship’s skills and brainpower. There’s an astonishing
amount of creativity and know-how below decks, just waiting to be unleashed. To set it loose and
make it flourish, a leader should provide vision and values, and then guide, coach, and even
follow his people.”

Get rid of the special parking places, the executive dining room, anything that gets between you
and the people who you support – yes, support. In his book Servant Leadership Robert Greenleaf
talks about, “… the natural feeling that one wants to serve, to serve first. Then conscious choice

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brings one to aspire to lead. The difference manifests itself in the care taken by the servant—first
to make sure that other people’s highest priority needs are being served.”

Meet the people you support often. Don’t wait for the special events. Invite small groups to
neutral area, the cafeteria during off peak hours is good. If this doesn’t work, your office is OK,
but be sure that your desk is not a barrier. Move your chair to the front of your desk. Have people
speak first and listen. Ask what their suggestions are to do things differently.

Jack Welch, the CEO of General Electric, once said, "Any company trying to compete must
figure out a way to engage the mind of every employee".

Lives of great men all remind us

We can make our lives sublime,
And, departing, leave behind us
Footprints on the sands of time.

-Henry Wadsworth Longfellow

"The e-leader is one who creates a culture where people dream, imagine, collaborate, invent, and
experiment". Robert Hargrove

"The bigger the company, the more it is that the chief executive has lost touch with the front
lines. This might be the single most important factor limiting the growth of a corporation". The
Power Of Simplicity, by Jack Trout.

10.0 Conclusion

Human beings are our most precious part of civilization. What responsibility could be more
important than the leadership and development of people? Without leadership, an organization is
only a confusion of people and machines. Leadership is the ability to persuade others to seek
defined objectives enthusiastically. It is the human factor that binds a group together and
motivates it towards goals. The leader’s act of motivation is similar in its effect to the secret
chemical that turns the insect pupa into the resplendent butterfly with all the beauty that was the
pupa’s potential. Leadership transforms potential into reality. It is the ultimate act that brings to
success all the potential that is in an organization and its people.

Leaders use different leadership styles, and these tend to build different organizational climates.
Motivational styles range along a continuum from strongly positive to strongly negative. Power
styles range from autocratic through participative to lassiez- faire.

Leadership is a verb, not a noun. Leadership is action, not a position. Leadership is defined by
what we do, not the role we are in. Some people in "leadership roles" are excellent leaders. But
too many are bosses, "snoopervisors," technocrats, bureaucrats, managers, commanders, chiefs,
and the like. Conversely, many people who have no formal leadership role are excellent leaders.
In today's fast changing world, we all need to be leaders.

To lead is to show the way by going in advance. To lead is to guide or direct a course of action.
To lead is to influence the behavior or opinion of others. We all need to be leaders, regardless of
our formal title or role. This starts with inner self-leadership and moves outward to influence,
guide, support, and lead others. The process of becoming a leader is the same as the process of
becoming a highly effective human being. Leadership development is personal development.
Leadership ultimately shows itself in what we do "out there." But it starts "in here."

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12.0 References:

James Owens, “ The Uses Of Leadership Theory,” Michigan Business Review, January
1973

Pathways to Performance: A guide to transforming yourself, your team, & your

organization ( Macmillan Canada & Prima Publishing, Rocklin CA)
.
Robert J. House, “ A Path Goal Theory Of Leader Effectiveness,” Administrative Science
Quarterly, September 1971

Jim Clemmer Growing the distance: “Timeless Principle for Personal Career and family
Success”.
Luthans Fred 1989. Organisational Behaviour Mc Graw Hill

Human Behaviour at work - Keith davis

Kautilya’s Arthashastra – R.P. Kangla

www.askmen.com

www.time.com.

www.business-standard.com

www.cflogic.com

www.coolavenues.com

www.hrfolks.com

www.hbr.com

www.indiainfoline.com

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